Eight of PMI's most helpful project management handbooks have been combined to form one economical volume-a must have for every project management practitioner's bookshelf. You will find insights into critical administrative and technical issues such as negotiation and contract administration, organizational project management, organizational skills, and project roles and responsibilities.

With a focus on doing the right thing right the first time, Ireland has constructed a solid presentation on how to invest in quality throughout all the project management processes. Essential reading to learn more about one of the knowledge areas of A Guide to the Project Management Body of Knowledge.

Are you an accidental manager? Then you won't be able to put this book down! For all those technical professionals who suddenly discover the skills that made them successful are not necessarily relevant to their new roles as project management practitioners, Dobson provides a useful, practical and highly readable guide.

In today's highly competitive marketplace, organizations want more from project management than on-time, under-budget delivery. Just like labor, technology and equipment, they expect project management to contribute to the bottom line. It must deliver a profitable return on investment if it is to become a strategic business asset, and not just another drill press in the corporate tool crib.

Now at new and much-reduced price! Despite tremendous growth in the project management profession and substantial proof that the profession has helped increase productivity and bottom line earnings, some senior-level executives are still fighting progress.

Project management professionals are fortunate to have access to a rich and growing body of tools and metrics to aid in their success. However, that is just what they are: tools and metrics. The industry is no less prone than any other discipline to the problems inherent in managing people. In fact, strong arguments can be made that project management offers far more.

The ability to efficiently manage complex new projects is directly affected by an organization's ability to remember past successes and learn from past challenges. Yet in many organizations this ability is limited due to classifications systems that have evolved over time, rather than being actively designed as a logical, organized categorization process.

This case study analyzes the project management practices employed on the Springfield Interchange Improvement Project (SIIP), a 700 million dollar transportation mega project in the Washington, D.C. metropolitan area of Northern Virginia. The case study demonstrates that modern project management practices are being used on the Springfield Interchange Improvement Project causing it to be largely successful.

Will project management become a fully recognized profession? What changes can we expect to see as it moves toward this goal? Professionalization of Project Management offers a glimpse into the future of the project management profession, along with an objective look at some of the occupational concerns its practitioners have. The authors explore how the future of project management may be discerned in large measure by studying the evolution of other knowledge-based occupations such as nursing, teaching, medicine, law and engineering.

Will project management's advance to professional status follow a similar path? What lessons can be learned from the efforts, trials and advancement of nursing, teaching and other fields toward professional status? Project management practitioners will debate this provocative, in-depth study - as well as the authors' interpretation of these issues - for years to come. Ultimately, their work and conclusions provide a valuable blueprint for the future of the profession, and a preview of the path it may follow as it moves to toward professional recognition.

Today's project management practitioner works on joint projects characterized by cultural diversity.Teamwork is their only hope for success. Managing the Project Team is Vijay Verma's powerful third installment in The Human Aspects of Project Management Series.